Amy C. Edmondson

Novartis Professor of Leadership and Management
Senior Associate Dean for Culture and Community

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.

Edmondson, recognized in 2011, 2013 and 2015 by the biannual Thinkers50 global ranking of management thinkers, teaches and writers on leadership, teams and organizational learning.  Her articles have been published in Harvard Business Review and California Management Review, as well as in academic journals such as Administrative Science Quarterly and the Academy of Management Journal.  Her books, Teaming: How organizations learn, innovate and compete in the knowledge economy and Teaming to Innovate (Jossey-Bass, 2012, 2103) explore teamwork in dynamic, unpredictable work environments.  Her latest book, Building the future: Big teaming for audacious innovation (Berrett-Koehler, 2016), reveals the challenges and opportunities of teaming across industries. 

Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on the design and implementation of transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller's mathematical contributions for a non-technical audience. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.


  1. Included on the 2015 Thinkers50 list—a list of the most influential management thinkers.

  2. Awarded the Doctorem Honoris Causa from Universiteit Maastricht in 2013.

  3. Included on the 2013 Thinkers50—a list of the top business thinkers.

  4. Named as one of the Most Influential International Thinkers of 2013 by HR Magazine.

  5. Winner of the 2012 Outstanding Publication in Organizational Behavior Award from the Academy of Management’s Organizational Behavior Division for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" (Academy of Management Journal, 2011) with James Detert.

  6. Honorable Mention, 2012 Best Conference Paper Prize from the Strategic Management Society for "Managing Ambiguity: Growing a New Business in a Nascent Industry" with Tiona Zuzul.

  7. The 16th Annual Massachusetts Innovation & Technology Exchange (MITX) Interactive Award in eLearning in 2011 with Michael Roberto for “Leadership and Team Simulation: Everest V2.”

  8. Winner of the Best Article published in 2011, from the Academy of Management Journal, for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" with Jim Detert (June 2011).

  9. Winner of the 2004 Accenture Award for "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" (with Anita Tucker, California Management Review, winter 2003).

  10. Winner of the 2000 Academy of Management Outstanding Publication in Organizational Behavior for "Psychological Safety and Learning Behavior in Work Teams" (Administrative Science Quarterly, December 1999).

  11. Winner of the Best Paper with Practical Implications Award from the Organizational Behavior Division of the Academy of Management for her paper with Melissa Valentine, "Team Scaffolds: How Minimal In-Group Structures Support Fast-Paced Teaming" (HBS Working Paper 12–062 and Academy of Management Best Paper Proceedings, 2012).